Culture Archives | Page 4 of 12 | Bristol Creative Industries

Proctor + Stevenson, one of the South West’s largest and longest-established marketing and communication agencies, has undergone a management buyout (MBO).

The award-winning agency, which specialises in business-to-business marketing, has a workforce of 60 people and revenue of £6 million. It was established by Roger Proctor MBE in 1979 and after 44 years at the helm, Roger is retiring.

The company will now be owned and managed by a leadership team of longstanding directors, comprising Ailsa Billington, Managing Director, Dan Hardaker, Director of Digital Design, Steve King, Director of Technology, Phil Robinson, Creative Director, and Nikki Hunt, Finance Director.

The transition to management ownership underlines a commitment to continuity and progression from within, with those on the board having contributed significantly to the business’ success to date, with almost 90 years’ experience at Proctor + Stevenson between them.

The company, whose customers include Panasonic, Rathbones, Daikin, Pure Cremation and the UK Hydrographic Office, has seen substantial growth in recent years. In the past financial year alone, it grew by over 22%, almost 15% above the industry standard.

The agency’s global footprint has also expanded significantly, particularly in North America, Asia and the Middle East, where it has achieved notable success over three decades. Today, operations in the Gulf Region contribute 25% of overall revenue

Ailsa Billington, Managing Director, said: “The new board members have all risen through the ranks as employees, which is testament to our culture of reward and recognition. We believe in providing opportunities for team members across the lifetime of their careers

“One of our key goals is to continue Roger’s legacy of innovation, with a number of new service launches in the coming year.”

One such service will offer SMEs the affordability and flexibility of design-on-demand services, backed by the expertise of a full-service agency.

To support the work of marketers across the B2B world, Proctors’ newly developed MarTech solution combines the latest technologies with cutting-edge creative, and enables businesses to gather insights into consumer behaviour, optimise targeting and build data-driven marketing strategies.

The company is awaiting final certification for B Corp status, with projects such as making education accessible to women in the Middle East a key part of its social governance strategy, alongside a commitment to the Southwest Net Zero strategy.

Proctor + Stevenson will continue to allocate a percentage of its turnover to pro bono support for local charities including charities such as Caring in Bristol, Housing Matters, and Bristol Business Beats Cancer.

It will also continue to deliver the South West Design + Digital Student Awards, an initiative Roger set up as part of an ongoing campaign to tackle the way institutions approach design education, opening doors for the next generation of design talent.

Funding for the transaction was provided by HSBC and legal advice was given by Michael Clarke and Richard Hopkins at Roxborough Milkins.

The idea of flexible working has been around for decades. Christel Kammerer, a German management consultant, proposed the idea of ‘flexiwork’ back in 1965 as she identified balancing childcare with work responsibilities as the reason for a lack of women in the workforce.

This concept didn’t seem to gain real or widespread traction until the Covid pandemic. I think we can all agree that this period introduced a monumental shift, both in the way we live and the way we work. Social distancing, face masks, and hand sanitiser all became common practice in a matter of months. But so did remote working and the introduction of more flexible working patterns.

Perpetual Guardian, a privately held company in New Zealand, were the first of their kind to successfully trial a 4-day work week in 2018, before Covid. So, this working example, paired with the introduction of widespread flexible working during the pandemic both had a huge role to play in the shift to 4-day weeks becoming more common.

We are really happy to announce that at Proctors, we are trialling the 4-day workweek for 3 months, having commenced on the 3rd of July. We understand the importance of listening to our team and supporting them wherever we can, and this represents an exciting milestone in our ongoing journey.

Corporate Social Responsibility (CSR) is incredibly important to us, and we understand that even though we are on our journey to be the best that we can be for our people, our planet, and our community, we still have more steps to take to get there. Implementing the 4-day workweek is one of the crucial steps we are taking towards fulfilling our commitment to these values.

CSR

If you’ve visited our CSR page, you’ll know that our mission statement is all about putting actions behind our words. We don’t just talk the talk; we always try to walk the walk. And as an agency, we’re driven by purpose, whether that means doing something as small as recycling our rubbish or as grand as hosting an annual student awards ceremony. If it can be done, we’ll strive to do it. This is why we’re implementing a 4-day workweek, because we want to further our positive changes and improve the business structure for our team.

The office building itself was salvaged by us, reclaimed from an old printworks. We also added 90 solar panels to the roof, which to date have generated 159,758 kWh of energy.

We’re also the only building in the UK coated in CristalACTiV, a coating that reduces atmospheric pollution in the surrounding area.

We have 6 electric car charging points, automatic energy-saving light bulbs, increased insulation, a living wall, compost and recycling, a cycle to work scheme, and that’s just some of the environmental initiatives we undertake.

We also have a number of community-focused CSR initiatives, from the South West Design + Digital Student Awards to working with charities to donate our resources and help them raise awareness and money.

Which brings us back to our people-focused CSR: from providing an inclusive workspace and hosting the PrOscars, to offering mental health first aid to our employees and internships for creatives taking their first steps into the creative industry.

These are just a few examples, but now we are proud to add the 4-day workweek to the list of ways we are trying to improve our CSR journey.

Benefits

But we haven’t just decided to implement this change for fun. We extensively researched the benefits and implications of this initiative to ensure this was going to be a success.

You know that hobby you’re always putting off because you just don’t have the time? Or that volunteering scheme you were always interested in joining? Or even that extra time you’ve been meaning to carve out to spend with your loved ones?

With an extra day off work, this gives our employees the chance to make the most of their time, however they may wish to spend it.

With unhappy employees often being more distracted and, in some cases, distracting others, it makes sense that introducing a 4-day week would cut down on this and boost focus. In addition, employees are likely to have more energy with an additional day away from work, which adds to the improved productivity.

Going hand in hand with the above point, the overall mental health of our team members is incredibly important to us. Implementing a 4-day workweek may stand to improve this, with a reduced stress level regarding work due to the additional time off per week. We believe that being able to approach work with a clearer and more refreshed perspective is highly likely to show benefits in this area.

Around 45% of workers in England and Wales drive to work. Cutting out even one day of commuting for people by introducing a 4-day workweek will build up to have a huge impact on commute-related carbon emissions. With fewer cars on the road, congestion will decrease, and there’ll be a reduced environmental impact. In addition, even though our office is remaining open 5 days a week, as fewer people will be in on certain days, the office-based emissions will also decrease.

Interviews

But don’t just take our word for it. Let’s hear some Proctorians’ thoughts on the 4-day workweek.

Why was the decision made to go ahead with the 4-day week in the first place?

The idea came from a discussion following a review of the feedback we received from our employee engagement survey. We were looking at what we could do that would have the biggest impact on our people.

At the time it was mentioned, I thought we would just do some research and then move on to the next idea. Following the research and looking at different ways we could make this work, the idea started to grow, and the Directors made the decision that a trial would be the next best step.

The key factors that we considered related to the impact we saw in other companies that have taken this approach and how it improved people’s wellbeing and productivity.

I am excited to see what impact it has on how we approach our work. My thoughts are currently focused on making sure we allow people to think through any obstacles they may come across during this trial. Change is tough, and being available to help our people and teams navigate these obstacles will build our capabilities as a group and as individuals.

I hope to see a group that realises its potential and starts to challenge our previous ways of thinking. Taking us forward and being contributors to how we operate as a group and business.

I am really looking forward to getting those boring chores done that mean I can have a full weekend with the family and not have to worry about it!

Could you tell us more about the decision behind implementing the 4-day work week?

After conducting one of our regular company engagement surveys, it was clear to see that a good work-life balance was one of the key things members of the P+S team were looking for.

One of our core values is taking care of each other, so prioritising the well-being of our employees and making sure they are heard and supported is really important to us. The responses from the survey were the original catalyst into looking into and ultimately implementing the 4-day work week trial.

We also carried out a lot of research into how this approach has worked for other businesses, and the positive outcomes that resulted. We also gave people the option on a few different working patters to vote on, and the 4-day week was definitely the most popular outcome!

We have an incredibly dedicated, talented, and hard-working team, and I believe that by embracing this change and continuing to nurture a positive work culture, it will provide rejuvenation and promote creativity and innovation across the business. I’m already hearing plans that people are making for their extra day off and I can’t wait to see what everyone gets up to!

I’m so excited that we are trialling a 4-day working week! I think this new approach is very refreshing and progressive and shows how the company is adapting to prioritise a better work-life balance for employees. I think that having an extra day off each week will allow me to properly recharge and come back to work feeling more focused and motivated which will increase my productivity and creativity.

I’m hoping that I can use this time to focus on myself and pick up a hobby, perhaps a fitness class or something creative. I’m planning on trying out something different each week to see what I enjoy! I’d also love to learn a new skill, like photography or a foreign language, or to volunteer for a local organisation.

Spending more time outdoors is also really important to me and I’d love to use some of the extended weekends to explore more of the UK or even take some spontaneous short breaks abroad! I’m particularly looking forward to being able to travel back home and spend more quality time with my family and my dog.

I can’t wait to experience the positive impact that this change will have on everyone’s well-being and on the agency as a whole.

Conclusion

We’re incredibly excited about this announcement as it signifies real change and innovation within the company. Listening to our employees is so important to us, and making sure their suggestions are valued is something we take seriously.

As previously mentioned, this 4-day working week trial will initially run for 3 months so we can see how well it is received by the team and how effective it is at improving our work lives. During this period, we will review the changes and effects, and discuss the option of continuing with it in the long-term.

If you would like to find out more about our corporate social responsibility initiatives, check out our CSR page here.

Emmaus Bristol, which helps people out of homelessness and poverty, has been declared this year’s winner of a place on the coveted ‘Noble Deeds’ programme. Supporting charities and not-for-profits in the South West to carry out their essential activities, Emmaus Bristol will receive an £18,000 package of digital marketing support over the course of six months through the programme.

Emmaus Bristol provides a home and support to up to thirty formerly homeless men and women (known as companions), who also receive training and work experience by helping to run the charity’s shops and its other social enterprises. Enabling them to build the confidence and skills they need to secure future employment.

Funding its vital work, the charity also has three shops across the city and its surrounds, selling pre-loved furniture, clothes and household items. Including its Stokes Croft base which also houses a large warehouse and yard for sorting goods to sell or recycle.

Started in North America twenty years-ago by its sister company, this is the second year Bristol-based digital performance marketing agency Noble Performs has run its Noble Deeds pro bono initiative. The programme, which commits to putting a percentage of annual turnover to dedicated CSR activities, has increased this year’s prize fund by over 30% on its 2022 launch amount.

Entry to become a Noble Deeds Programme recipient opens in May each year with the winning not-for-profit announced ahead of the programme start in September, which runs through to February.

Creating a high level of interest this year once again from the local charity sector, Emmaus Bristol was selected due to the long-term impact it has on the community when it comes to supporting people out of poverty and homelessness.

Lorenzo Campbell, Noble Performs and chair of UK Deeds committee explains; “We love what Emmaus is doing in terms of how it equips people with the skills and experiences they need to build life beyond being a companion. In turn, creating a continuous pathway for those facing homelessness and poverty to get back on their feet and create a way forward for themselves. The way Noble Deeds works itself is not dissimilar, our aim is to help charities maximise the impact of their work through digital channels during the six-month programme, while at the same time giving them the skills they need to continue doing so in the long term.

“There is so much potential here with Emmaus Bristol having several elements to what it does – however, knowing where to focus and what activities will have the maximum impact is not easy. That’s where we come in, helping the in-house marketing team to get that clarity and to build an effective digital marketing programme that will give them maximum return on their efforts.”

With numerous worthwhile entrants to this years’ programme, given the cost-of-living crisis and the increased numbers of families and individuals facing homelessness and financial hardship, Emmaus became a clear winner due to its work in this area.

Talking about how the programme will help Emmaus in its current objectives, Stacey McDevitt, Regional Communications Manager, said: “We are delighted to be working with the Noble team to look at how we can shape our digital marketing efforts further to boost donations and create new revenue streams. As well as our shops and upcycling operations, we also have our online sales team, house clearance service and two new eco-pods for tourists, all raising vital funds for the accommodation and support we offer to help people rebuild their lives.

“This all needs to be communicated to the right audiences by a small in-house team and we hope the Noble programme can help us improve the way we do this. Like many charities right now, being able to fund our activities and do everything we need to do can be a challenge. Being able to identify and reach the right people who might be able to support us through digital channels is an essential part of this. We’re looking forward to drawing on Noble’s expertise here so we can be really targeted and make sure our efforts create the maximum impact. There are so many people who need our help right now in such difficult times financially so the more we can do to support them the better.”

130.3 is an outstanding achievement and something we should all be very proud of.

In 2019, ADLIB was one of a small handful of recruitment businesses globally that certified as a B Corp, our starting point was a score of 82.8. Our belief is that the B Corp assessment provides a structure, with clear measurement, to set clear improvement targets. Our initial certification was simply the start of the journey.

We set out our intentions through the publication of our annual impact reports and set the bar high. This approach and transparency ensured we achieved the focus and accountability needed to make improvements and reach our goals.

This impact report reflects on our recertification, what we have achieved, and provides a glimpse into where we head next.

READ THE FULL REPORT HERE

GOVERNANCE – In 2020 ADLIB converted to a 100% employee ownership model. True stakeholder capitalism. Our recertification score acknowledges this transparency, from an internal perspective with regards to the day-to-day financial management, quarterly updates and access to the entire P&L. External publication of impact reports on social and environmental performance and commitment to our code of conducts.

WORKERS – We’re a people business in every sense of the phrase. Since our initial certification we have invested heavily into our team through numerous initiatives to build a stakeholder model that is fit for the long term.

COMMUNITY – At the centre of any community is a shared belief in attitudes and interests in common. For ADLIB, community covers a lot of ground. We support regional ecosystems, provide insight and advocate for international communities that are fighting for equality. The team have built their own communities from the ground up, we’ve supported community based projects that improve people’s lives, and play an active role within the B Corp community.

ENVIRONMENT – As a B2B service provider we store an increasing amount of customer and candidate data. Given our learnings from within the Green Tech South West community, we are increasingly aware that the life cycle of storing, processing, and transmitting digital information is an area that we need to pay significant attention to.

CUSTOMERS – In 2021-22 we aimed to improve our customer score by 10 points via the MotherBoard Charter. After long discussion with B Lab it was concluded that Mums in Tech are not recognised as underserved. Furthermore, the initiative is a not for profit, charging charter signatories an administration fee only and therefore no points were awarded. Our response was threefold.

READ THE FULL REPORT HERE

Savvy art buyers get the chance to snap up bargain artworks and join in the fun as the RWA’s Secret Postcard Auction returns.

Following the huge success of the 2022 Secret Postcard Auction, the event will run online from 28 October to 9 November, with a physical display of the artworks on show at the RWA from 4-9 November.

An unmissable event in the RWA annual calendar, and a major fundraiser for us as an independent charity, the Secret Postcard Auction offers you the opportunity to make the winning bid on original artworks by famous, or soon-to-be-famous, artists!

As the name suggests, all the artworks are postcard size – albeit a large postcard, at approximately 14 x 19cm cm (5½” x 7½”). The postcards can be viewed, and bids can be placed on our 32 Auction site. It’s great fun and bidding can get fierce but there’s plenty of opportunity to grab a wonderful original work of art for as little as £40!

This year, as well as being online, you’ll have the opportunity to get a closer look at the postcards while they’re on display in the Youngwood Room at the RWA from 4 – 9 November.

Last year’s postcards included works by Sir Frank Bowling RA, Eileen Cooper RA, Maggie Hambling, David Remfry RA to name just a few. This year’s entries have started to roll in and we can already confirm contributions from Jeremy Deller, Anne Desmet RA, Simon Drew, Gilbert and George RA, Kurt Jackson RWA, Andrew Lanyon, Sir Richard Long RA RWA, Mali Morris RA, Cathie Pilkington RA and Bob & Roberta Smith RA, with many more to be revealed.

All of the contributing artists are named, but the identity of who did which artwork is anonymous until the auction has closed.

Bidding opens for the public on 28 October and will close at 10pm on 9 November 2023.

Since its re-opening last year, the RWA has welcomed more visitors to its building than at any time in its history and brought life-enhancing creativity to people who’ve never had that opportunity before, but we can only continue to do this with your help.

As an independent charity with less than 1% of costs covered from the public purse each year, we rely on our fundraising efforts to keep the doors open and run our outreach programme, engaging people in some of Bristol’s most under-represented communities. The money raised by the Secret Postcard Auction is a vital contributor to our finances. Last year we were blown away by the support, as donations reached over £70,000, while bidders still walked away with incredible bargains.

Keep an eye on the RWA website for details, and GOOD LUCK with your bidding!

As we celebrate our 14th birthday this week, we’re looking back on 2023 to date. As always, we’ve been doing everything we can to help our clients thrive and survive in the current economic climate. We’ve helped clients launch new products and services, expand into new markets and to new audiences. We’ve also adjusted work and media spend to suit changing price points and profit margins. We pride ourselves on being with our clients through thick and thin, and 2023 has been no different.

Our clients have seen some great successes in 2023. In many instances we’ve helped clients to exceed target ROI and hit KPIs, showing that businesses are still thriving in today’s climate. Our managed Google media spend is up 80% year on year – a testament to our team and their ability to keep delivering strong results. To learn more about recent successes, see our case studies here.

It’s been a strong start to the year for Loom, too. We’ve had six new businesses join our client portfolio, We’ve achieved some fantastic accreditations and our team continues to expand. And while we’re also adapting to current circumstances, we’ll continue to work hard and help our clients get through even the toughest of challenges.

A big thank you to all our loyal clients and our extremely capable team, who have made all of this possible. Below, we take a look at some of the key changes in 2023 and reflect on the progress we’ve made.

Welcoming new clients

We’re delighted to be working with a number of new clients this year. From gardening and cooking to education and kitchenware, we’ve teamed up with a variety of B2B and B2C businesses in 2023, which include:

Representing a diverse range of industries, we’ve already helped them get closer to their business goals with our digital marketing strategies.

New year, new Loomies

And it’s not just new clients. This year we’ve also had three new digital marketing experts join the team; Tegan, Hugh and Daniel.

Our new additions have already been invaluable in ensuring Loom delivers the best possible service to our clients, and we’re delighted to have them onboard.

As well as returning from maternity leave myself, we’ve also welcomed Tommy back from parental leave. He’s dived back into work and is already making us wonder how we survived without him.

2023 also saw a milestone Loomiversary for Tom Spooner, marking ten years as part of the team! Since joining Loom back in 2013, he’s made an undeniably huge impact on Loom, creating and implementing market-leading digital marketing strategies . Anyone who has had the pleasure of working with Tom knows the level of thought, understanding and strategic input he has on accounts. A real marketing force and we’re proud to have him.

Accreditation, accreditation, accreditation

It’s always nice for achievements to be recognised. We’re proud to have three new accreditations this year for our performance and employment practices.

As always, we couldn’t have achieved any of these without our clients and team. We provide all the support we can and are grateful for those who support us. We’re 14 years young and we still have clients from day one.

Moving home

As our team continues to expand, we needed a new office to accommodate everyone. Fortunately, we didn’t need to move far. We’re now on the second floor of Temple Studios, located just by Temple Meads station in the heart of Bristol, meaning we’re still easily accessible for both our clients and team members travelling from further afield.

Life at Loom

Each quarter we book an evening as a social for the Loom team. In March, we took part in a pottery evening hosted by local potters Pottymouth Workshop at The Star and Dove pub in Totterdown. While we might not be quite ready for The Great Pottery Throw Down, everyone enjoyed the opportunity to get together as a team and take their handiwork home with them.

In June, we went on a glamping trip to the Wye Valley. After canoeing down the river Wye, the team took part in guided foraging lessons and farm tours and played games at the campsite, with refreshments provided by a mobile pizza oven and cocktail bar.

The weather can make or break a camping trip, and fortunately, we were blessed with sunshine (which also helped dry out the occupants of a capsized canoe). It was a great opportunity for everyone to relax and bond, and for our new Loomies to meet the rest of the team.

Our Illoominate scheme

Our Illoominate initiative aims to deliver digital skills to the next generation of professionals in Bristol. As part of this, we have advised charities on how to improve their digital marketing strategy through Media Trust and also offered work experience internships at Loom for all ages.

This year, we’ve already welcomed two Loom interns, Tyler and Jazmine, who were given an introduction to digital marketing at Loom and did a great job getting stuck in with some tasks set by the team. Find out how they both got on here and here.

The latest industry changes

As well as dealing with tougher circumstances, there have also been some huge changes to the digital marketing industry in 2023. Notably, the transition from Universal Analytics (UA) to Google Analytics 4 (GA4) has meant a huge amount of work collecting as much data as possible and ensuring the transition went smoothly for our clients. We have invested in GA4 training for all our Loomies and have supported this with regular sessions for personal development and team knowledge shares, ensuring we were well prepared to guide our clients through this process.

At the tailend of 2022, Google updated their Quality Rater Guidelines, expanding the concept of E-A-T (‘Expertise, Authority and Trust’) to include ‘Experience’. This update was designed to tackle poor-quality content, which, of course, wasn’t a problem for clients using Loom’s SEO and Content services! With AI tools and boilerplate content quite common on the web, it makes sense that Google made this change to promote valuable content written for users, rather than search.

Speaking of AI, the rise of artificial intelligence continues to make waves in the industry, as content generation becomes more sophisticated and accessible. We explored what it can offer and its limitations but concluded it’s no match yet for the skills, expertise and human touch of the Loom content team.

Given the challenges our clients have faced this past year, it’s more important than ever to keep on top of the latest marketing trends in order to help our clients adapt. We’ve been pivoting our work to accommodate both industry developments and the external factors businesses are currently facing, creating intricate strategies that build and maintain strong online visibility.

Here’s to many more

It’s not easy running a business right now. With so many challenges to navigate, 2023 hasn’t been the easiest year for everyone. Saying that, we’re here for our clients every step of the way and are proud to be sharing our journey with them.

We’re delighted with all that we’ve achieved this year and look forward to seeing what the next one brings. We’d like to give another big thank you to our clients, partners and our team for all that they’ve done to make 2023 such a success.

When: Wednesday 19th July 2023.
What time: 6.30pm – 9pm
Location: Huboo, 41 Corn St, Bristol BS1 1HT
Drinks and pizza provided.

Join us for the first Bristol MotherBoard community event! This event will be a networking event, with a panel talk starting 7.30pm.

With 50% of women leaving the industry by the time they are 35, we will be asking the important question “how we can retain more women in tech”.

We will offer practical takeaways including how businesses can support their female talent and drive retention, how businesses can offer an inclusive environment for mums and what we as individuals can do to support our peers and be advocates for all women working in tech.

If you have not been to one of our events before, MotherBoard is a community, event series and charter for everyone who believes we need more support for women working in the tech industry. We encourage everybody to join who is interested in understanding more about how to drive inclusion in the workplace.

Gear up and get ready to take part in our cycling team showdown this July, The Grand Tour. While the pros are racing hard in the Tour de France, company cycling teams will be competing to win The Grand Tour Trophy and raise money for charity.

Active Teams is an award winning Bristol startup and for the first time ever we’re opening up an Active Teams challenge to ANY company. Teams of three colleagues from any company or organisation can enter. There’s a nominal entry fee of just £40 per team, which goes to cycling charity Cycling UK.

The team with the highest combined cycling mileage will claim the trophy and earn eternal bragging rights! Employees can take part in our challenges wherever they live and work – ideal for remote or hybrid teams.

If you’re a team leader, why not ask if anyone wants to take part? If you’re not a leader, ask your manager? So gather your teammates and get ready to show the world what you’re made of. Visit our website to submit your team by Friday 23 June!

A raw, modern identity, website and motion language for one of the city’s oldest and most iconic venues – who have a big vision for the future of the space.

From dance floor to studio – the team behind Rhombus have a long history with the venue, from their first-ever club experience to running multiple high-profile events at Lakota in later years.

The rebrand took them on a dive into the club’s 90s golden era, combining their passion for music and design into a euphoric exploration of rave culture.

As a nod to Lakota’s immense heritage, part of the venue lives in the new identity, which draws inspiration from the club’s original logo, building architecture, and rebellious, 30-year history at the heart of Bristol’s underground scene.

Trip-hop & Massive Attack. Acid house & Carl Cox. Drum and bass & Goldie. There’s no doubt about it: Lakota is truly the beating heart of Bristol’s rich and longstanding music scene. Sitting proudly on Moon St. in the city’s historic St Paul’s area, the venue represents one of Bristol’s only black-owned venues.

Free-spirited and fiercely independent, Lakota has always promoted progressive programming and ethereal dance floor moments.

Now, after 30 years as the heart of the city’s underground music scene, Lakota needed a modern brand for their new chapter. One that acknowledged their past, set the tone for their future, and represented the increasingly diverse events they’re putting on: from club nights to live music, circus, drag, pop-up food and more across three spaces within the venue, the original Lakota club, Lakota Gardens and Coroners Court.

The Rhombus team are Bristol born and bred, and as regular ravers and promoters at Lakota since our younger years, the project took on a very personal approach. The deliverables were a brand identity and architecture, custom-built website, animation, brand launch and rollout, but getting there would start with hours and hours of research into the club’s history.

From poring over archive photography to studying old rave culture and multiple trips to the club exploring the architecture and original features, including the rough and ready floors and exposed walls, the team developed a modular brand system inspired by the venue’s heritage, ethos and vision. A language that could easily showcase a huge range of events, from underground club nights to immersive circus performances, and a brand that could flex into new ventures outside of the traditional club space.

Part of the venue lives in the identity. The primary logo uses shapes from the iconic original logo, constructed alongside geometric forms from the venue’s floor plan, to represent a symbol of culture, a frame for established and emerging artists and a window into the space.

The elements of the venue, the iconic sticky floors, worn walls and stonework are the background for a lot of the textures used in the new brand, while the wordmark was custom built using the same angles and shapes found in the emblem – which work in unison, but are strong enough to work independently too.

Encapsulating the energy of the DJs, artists, performers and dancers that make the venue was crucial, so the primary pattern is built using the venue’s motif. The secondary patterns are constructed from the motif and the feather, giving the brand further flexibility and nodding to the heritage.

The palette combines technology with history, taking aspects from the club lighting whilst also looking back at film photography of the venue. The colour system helps give each space its independence. Lakota club utilises the primary palette, Coroners Court is confidently black and white to compliment the nature of the space and the Gardens uses more vibrant colour combinations to showcase the culture and performances.

The new language and tone of voice centres around the idea of rebels with a cause – a nod to the rebellious past but with a purposeful new attitude underpinned by the venue’s focus on community and heritage. When it came to the type system, the rebrand puts Formula by Pangram Pangram front and centre, flexing between Condensed (loud) and extended (energetic) for contrast, combined with Apercu in the body copy for clarity and accessibility.

“With the Lakota mark and visual identity established for nearly 30 years, changing it was no easy feat. However, Rhombus understood our heritage, history and future vision.

Their past experience running their own events was an added bonus and gave them insight into the sector and its challenges. We are thrilled with our new identity. The motif and wordmark have real versatility and reflect our values; we hope they will see us through the next 30 years.”

Discover how Something Familiar prioritises mental wellbeing in the workplace during Mental Health Awareness Week. From exciting activities like cold-water swimming and rock climbing to encouraging open conversations, they share their journey towards building a supportive and mentally healthy team.

How are you feeling? Really.

Wellbeing, and particularly mental wellbeing is something that’s come into focus since the pandemic. With people being much more aware of it, supported by things like Mental Health Awareness Week (this year May 15th to 21st), there are now far more conversations and articles about it than ever before. And most positively, there are lots of businesses putting energy into it.

We’re one of those businesses, and perhaps because Something Familiar was formed just before the pandemic, the wellbeing of everyone here has always been something we’ve tracked and worked on. It’s an ongoing focus for us, and we’ve consciously put lots of activities and measures into place to ensure that we can all maintain a healthy mental outlook.

In our previous post, Kris briefly talked about his interest in mental health, and his positive experience doing a mental health first aid course. In this post, we’ll take a look at some of the things we’ve been doing to help maintain our team’s mental wellbeing in the potentially stressful agency environment.

We’re fortunate in that the ‘young’ agency environment has always been a fairly relaxed one. So things that other businesses are introducing to help employees feel better about being in the office, are ideas that we’ve always embraced. Who hasn’t been in agency with a dog or three wandering about (ours is a Romanian rescue dog called Moon)? Been buzzed by someone on a skateboard? Or nodded along to the agency’s playlist?

More exciting than you think!

As great as those things are though, we’ve reached the stage where the approach needs to be considered and evaluated. Which admittedly, doesn’t sound like the most exciting thing in the world. But although it does demand initial focus, the benefits, the activities and the rewards of it all are certainly worth it.

We’re going to talk about some of the things we do, and how they all feed into the wellbeing of all of us here.

But before we do this, we’re sharing in case what we do inspires you to try similar things. This isn’t to highlight how amazing we are, but to show how fairly simple things work really well for us. The idea is just to start having conversations about mental wellbeing and help to ‘normalise’ it in the workplace.

So what do we actually do?

There are two main strands to our approach. The first is the activities we do (often, but not always together), where the wellbeing element is below the surface. It’s all about bonding, or challenging ourselves and just having/sharing experiences.

So we have cold-water swimming, rock climbing and a running club, but we also have a trip each year (Bruges last year), plenty of casual socials, training and in the summer months we have shorter working hours so everyone has more time to do these kinds of things.

The whole team is encouraged to get out of its comfort zone so none of us feels in a rut. If someone loves hitting the half pipe on their BMX, or risking their vitals with Taekwondo, then we don’t want to get in their way. Literally or metaphorically. Why? Because that’s what makes them feel good.

Talking it out

The second strand is more formal (but not entirely, as you’ll see), but it wouldn’t work without the looser activities above. By ‘formal’, we simply mean that we’re addressing mental wellbeing directly. Everything here relies on people being comfortable enough to truthfully talk about how they’re feeling, and to open up to others. And that’s exactly why the activities we do are important – they build those bonds of friendship and trust that open the doors to the kind of conversations which could make somebody feel vulnerable in front of others.

These take many forms, and have evolved over the time we’ve been working on this. For example, for a long time we’d been having a beer of the month – just a simple sit-down beer once a month to talk about the projects we’d been working on. It then became more focused, with ‘thank yous’, encouraging the team to talk about people who’d made the work possible. It then evolved further to include feedback and to actively reflect on projects; the good, the bad and yes, the ugly too. It can be awkward of course, especially at first, but now everyone realises why we’re doing it.

We also make it a priority to ask people how they’re feeling, but with the aim of actually finding out! If someone asks, we need to answer truthfully, and out of 10! If someone’s feeling low, or angry, we want to know so we can leave them alone, make them a cup of tea, or give them whatever support they need.

This kind of thing doesn’t work unless people are willing to tell the truth, and we have a culture here in which everyone feels comfortable enough to do that. We all understand that it’s not prying, it’s looking out for each other. That’s actually one of the best things that can come out of this higher level of awareness: recognising the signs in others (and yourself) and not being afraid to flag them up.

Getting started…

There’s no denying, it can be a leap to go from saying ‘good morning’ to someone to asking them how they feel, how they really feel, and it can’t be done overnight. But it’s important that we’re all on that journey. For anyone looking to start the process, we created a Wellbeing Workshop for Miro which will give you a framework to talk about wellbeing, and help you to put a plan of action together with the rest of your team. It’s a good first step, and ignoring the fact that we created it, it’s a great starting point if you’re looking to develop your business’ wellbeing plan.

Another great source of info on wellbeing is mind.org.uk, which gave us a lot of insight when we were building the workshop.

…and keeping going

One thing to note is that the things we need to remain happily mindful change over time, so our support should continually evolve. What worked last year may not be as effective this year. We’re always looking to bring in new ideas to keep those conversations going, whether they are silly social events like a charity-shop tracksuit-a-thon (which we’re seriously considering, see below), to different ways to share the mental tools we’ve all developed, such as our workshop.

And that could be where you come in. We’ve mentioned getting out of our comfort zones, and we’re looking for something new this summer. We’ve shortlisted some ideas, and are committed to doing the one that gets the most votes. So just take a second to head to LinkedIn and click on the one you think we should be doing. Whichever one we end up doing, the experience will benefit us… even if it isn’t at the time! If you have an idea you think we should be considering, then please let us know and we’ll add it to the poll.